This paper discusses the relationships between Critical Success Factors (CSF) of knowledge Management (KM) with Competitive Advantage (CA) in automotive industry (Saipa corporate in IRAN). In this research, four categories were used including Human-Oriented factors, Organization, Technology and Management process and their relevant component as independent variables. The research method is based on a descriptive-survey research. The questionnaire includes all CEO and board of director of all firms who worked for Saipa Co, covering 88 companies with 160 managers. To test the hypotheses, SPSS and LISREL software packages were used. For data analysis, descriptive statistics and inferential statistical tests (structural equation modeling, Pearson correlation coefficient) were used. Results taken from structural equation modeling (SEM) proposed measurement model fit and construct validity. Pearson correlation shows there was meaningful relationship between four categories of CSF of KM and CA when the level of significance was 0.001.

The purpose of this paper is to explore the relative importance of strategic thinking dimensions in prediction of counter-productive behavior. The research method is based on a descriptive- Survey research. After collecting the questionnaires from 73 top managers and 110 staffs, the correlations between strategic thinking dimensions and counterproductive behavior were calculated. The relative importance method was used to calculate the relative weight of each dimension of strategic thinking in prediction of counterproductive behaviors. The results show that the strategic thinking of top managers is associated with their counterproductive behavior (correlation coefficient -0.38). Furthermore, The results of the Relative Importance Method indicate that the relative importance of each dimension of strategic thinking in prediction of counterproductive behavior is not the same. System perspective with 31.1% has the highest importance and hypothesis driven with 11.7% has the lowest weight. Intent focus, thinking in time and intelligent opportunism predict 14.1%, 13.3%, and 29.8% of counter-productive changes, respectively.